1ctions managers take to attain the firms goalsnbsp

Reference no: EM13377385

1. Actions managers take to attain the firm's goals:
Tactics
Plans
Strategy
Goals

2. Performing activities that increase the value of goods or services to consumers is:
Customer satisfaction
Goodwill
Value Creation
Customer sustainability

3. When a firm focuses on increasing profitability by customizing the firm's good or services so that they provide a good match to tastes in different national markets, it is pursuing:
A Localization strategy
A Transnational strategy
A Global Standardization strategy
An International strategy

4. Profit Growth is:
Percentage of increase in market share
Percentage of relative competition
Reduction in overall costs
Percentage increase in net profits over time

5. A firm's skills that competitors cannot easily match or imitate can be defined as its:
Competitive advantage
Core competence
Strategic advantage
Competitive Skills set

6. following are Primary Activities except:
Research and Development
Production
Accounting
Marketing and Sales

7. _____________Of the value chain provide inputs for the primary activities to occur:
Management
Staff
Teams
Support Activities

8. Needs that are the same all over the world, such as steel, bulk chemicals, and industrial electronics are:
Global needs
Universal needs
Transcendent needs
World needs

9. All of the following are factors in pressures for local responsiveness except:
Differences in customer tastes
Differences in shareholder makeup
Differences in distribution channels
Differences in Infrastructure

10. Controls are:
Metrics
Used to measure performance of subunits
Used to make judgments on how well managers are managing
All of the above

11. In franchising, all of the following are disadvantages:
Lack of control over quality
Inability to engage in global strategic coordination

Inability to realize location and experience economies

12. The following are advantages of using acquisitions as an entry mode except:
They are quick to execute
They are can preempt competitors
They can be less risky than Greenfield ventures
They can merge diverse management cultures within the firm

13. An entry mode that can effectively transfer process technology to other countries:
Foreign Direct Investment
Importing
Exporting
Turnkey project
Wholly owned subsidiaries

14. When a firm sells products in one country to residents of another country, it is:
Joint venturing
Importing
Bartering
Exporting

15. From a capital investment standpoint, generally the most costly way to enter a foreign market is by:
Joint Venture
Wholly Owned Subsidiary
Licensing
Franchisee

16. In exporting, all of the following are disadvantages except:
High transport costs
High risks
Trade barriers
Problems with local marketing agents

17. All of the following are foreign market entry modes except:
Importing
Exporting
Licensing
Franchising

18. Which of the following is a major disadvantage of a Wholly Owned Subsidiary:
Loss of valuable technological knowhow
Creating possible competitor
Costs
Control

19. A firm contemplating a foreign expansion must make all of the following decisions except:
Which markets to enter
The costs to enter these markets
When to enter those markets
On what scale to enter

20. Which of the following is a disadvantage of a Joint-Venture:
Risk of loss of valuable technological knowhow
Risk of creating possible competitor
Risk of less control over the venture

Reference no: EM13377385

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